AT the time of going to print, the 'building' programme should either be complete or very near and I am sure everyone will agree there has been a tremendous transformation in the environment in which we work.

This project was never going to be easy with the timescales we had - September 17 being the date set for the hand-over to the University.

This project was never going to be easy with the timescales we had - September 17 being the date set for the hand-over to the University.

At the time of my appointment as GMC Facilities Manager I never dreamed such a project would have to be undertaken.

At the outset it seemed Mission Impossible ... or even a Challenge Anneka too far.

The project started in earnest in early April with a 'Five Phase plan'. The fine detail was extremely comprehensive and broken into mini 'project plans' encompassing building, mechanical/ engineering and electrical milestones.

The project team included all the main contractors (Key Property Solutions, Aircon Air who dealt with all the mechanical and engineering requirements, and PIP who were the electrical contractors) along with support from Trinity Mirror Central Services division.

Phase 1 started on April 16 with KPS starting to refurbish the old inserting department on the ground floor.

At the same time demolition works started in the IT department - who temporarily relocated to the third floor finance area - and the old process section behind pre-press on the second floor.

Once the ground floor was complete, prepress and newspaper sales moved into their new locations on June 18.

Also planned into this phase was the lift upgrade. This had its own mini project plan.

Tele-ads vacated their lower ground area and moved to the 4th floor after extensive demolition work.

Phase 2 started on June 18 in the old prepress and newspaper sales areas. Work also started on refurbishing the old platemaking department so the editorial library could be re-located there.

Some elements were changed. The mezzanine area, that previously had some newspaper sales staff there, was identified as ideal for a staff rest area.

Phase 3 started on July 8 with editorial vacating their old floor and relocating into their newly-refurbished area that previously had been the prepress and IT departments.

This allowed hand over of a much-need area for the University.

In conjunction with this some advertising reps vacated their area and moved into part of the area that had been completed in Phase 2. This included Head of Advertising moving into his new office.

This left some advertising reps and the studio in their existing area, leaving them remote, as access from Stephenson Road was now restricted due to the work being carried out in the University side of the building.

This meant having to go up the front stairwell, up to the top floor and then down two flights of stairs to get to this area.

Integrated into this phasing was IT relocating from the finance area to their new area on the ground floor on July 23, previously occupied by newspaper sales.

Phase 4 involved a number of mini projects, the major one being moving tele-ads from their temporary home on the top floor to their new location on the 2nd floor. Planned for the first week in September, this was brought forward to August 20.

To start work on the 3rd Floor (finance, senior management) mini moves were re-programmed to allow demolition and building work to be done. This meant the senior management team had to be inconvenienced with both Bob Cuffe and Brian Green relocated temporarily into the boardroom.

The finance area was handed over on August 24.

This meant all GMC staff had been relocated into what is now our side of the building.

Phase 5 - at last the final phase: The two areas that see the whole project drawing to its conclusion are the top floor which will be the new location for the boardroom, boardroom kitchen and a separate 'presentation room.'

Behind reception, the post room will be re-located along with HR. The new passenger lift will be handed over with it stopping at all levels, including the rest area.

This could not have been achieved without the full co-operation of all GMC staff.

The principal contractors, Key Property Solutions also played a major part in ensuring we worked together as a business to ensure this major refurbishment went as seamlessly as possible.

The project has been a major learning curve for me and has prepared me for my expanded role as Regional Facilities Manager.